The John Adair Handbook of Management and Leadership

Chapter 7: Motivation and people management 173

4 Do we actively consider changing our information

systems to improve methods of rewarding performance?

5 Do we have schemes other than for sales people?

6 Does our organisation reward the behaviours/

performance that publicly it values?

7 Do senior managers have pay rises / bonuses when they

expect others to do without them?

It is always worth remembering Herzberg’s insight that salary has

more power to make people dissatisfied or unhappy than it has the

power to motivate them.

Give recognition

Financial reward is seen by the recipient as a tangible form of

recognition.There are other ways whereby appreciation is expressed

for what has been contributed.

If recognition is not given, an individual can feel unnoticed, unvalued

and unrewarded.This leads to a drop in motivation and energy levels.

Recognition should be formal or informal, for the individual and/or

the team, as appropriate.

In giving recognition, you should try to ensure that you:

1 treat everyone in a fair and equal way

2 reward real achievements or contributions

3 reflect the core values of the organisation

4 use it to guide and encourage all concerned

5 give it in public if possible

6 give it formally and informally

7 give it genuinely and sincerely.